The Architecture, Engineering, and Construction (AEC) industry is increasingly challenged with improving the efficacy of project team performance through collaborative working arrangements. Collaborative working arrangements such as integrated project delivery, design-build, and project partnering are all comprised of interorganizational project teams. These teams, according to relational governance theory, generally function with flexibility, solidarity, mutual respect, and openly share information. Recent research shows that collaborative and cohesive teams are perpetuated by strategies to facilitate team integration methods. Efficient knowledge sharing and processing systems, also called transactive memory systems (TMS), are integral to cohesive project teams and their tasks coordination. Although the AEC literature is widespread on the importance of team integration and cohesion, little emphasis is placed on the effects of goal alignment practices and its relationship to performance outcomes. Thus, this research aims to explore this relationship along with the moderating effects of TMS in the context of partnered-projects by investigating interorganizational AEC project teams. Some goal alignment characteristics of partnered-projects are generally in the form of partnering workshops, establishing clear goals and objectives, and the early involvement of key stakeholders (e.g., owner, designer, contractor, subcontracts). The link between partnering practices and project success dominates AEC literature, yet the elements of partnering practice should be examined separately. This research asserts collaborative project delivery practices affect goal alignment and performance in AEC project teams. Furthermore, this research points out how behavioral attributes (i.e., transactive memory systems) of partnered-project teams are important to successful project delivery on AEC projects. To achieve the aim of this study, data were collected from six case study projects and 125 participants using web-based surveys. Project information was accessed via partnering documents collected from key project stakeholders. A mixed methods approach was followed where 1) Qualitative data were analyzed using content analysis and case study tactics including pattern-matching and cross-case synthesis; and, 2) Quantitative data were analyzed using confirmatory factor analysis and multivariate regression analysis. The theoretical contribution resulting from this research help explain the variation in interorganizational project team performance by examining key behavioral attributes emanating from organizational theory. Researchers have alluded to cognitive behaviors and social norms as potential moderators between performance outcomes and collaborative project delivery approaches. This study takes a step further positing clear metrics to understand goal alignment and team dynamics via transactive memory systems. It espouses a relational governance theory as explanatory for the unique dynamics underpinning team integration. Findings show maintaining goal alignment becomes problematic as the number of performance measures increases or when competing messages are sent. This is exacerbated when performance measures such disincentives are codified in contracts without subsequent incentive or rewards. Other results show transactive memory systems has a positive effect on individual performance.
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